AdvancED(2012),
Standards for Quality School Systems – Standard 1: Purpose and
Direction. Indicator 1.2 – The system ensures that each school engages
in a systematic, inclusive and comprehensive process to review, revise
and communicate a school purpose for student success.Standard&Indicator1.2 Rubric

AdvancED(2012),
Standards for Quality Schools – Standard 1: Purpose and Direction.
Indicator 1.2 – The school leadership and staff commit to a culture that
is based on shared values and beliefs about teaching and learning and
supports challenging, equitable educational programs and learning
experiences for students that include achievement of learning, thinking,
and life skills. [[Standard&Indicator1.2 Rubric.

Superintendents Leading and Supporting Principal Effectiveness – Some Quick Research References
Performance Standard 2: School Climate (from the new Professional Growth and Effectiveness Systems for Principals)
The principal fosters the success of all students by developing, advocating, and sustaining an academically rigorous, positive, and safe school climate for all stakeholders.

There is a positive relationship between school climate and leadership, which affects overall school effectiveness (Barth, 2002; Hallinger, Bickman, & Davis, 1996; Marzano, Waters, & McNulty, 2005; Villani, 1997).
Relationship-building and stakeholder involvement are of fundamental importance in establishing and sustaining school success (Cotton, 2003; Fullan, 2001; Kytheotis & Pashiartis, 1998; Marzano, Waters, & McNulty, 2005).
Attempting to change the prevailing culture of a school is one of the more difficult tasks of the school leader (Barth, 2002; Fullan, 2001).
The effective school principal leads from a position of trust—modeled and fostered daily in the school environment. Principals desiring a trustful environment can cultivate one by sharing information, power, and decision-making with teachers (Tschannen-Moran, 2004; 2009).
Continuous monitoring of internal and external factors affecting the school—situational awareness—is the responsibility of school leaders that has a positive association with student achievement (Marzano, Waters, McNulty, 2003).

Helpful and Practical Strategies and Tools to Improve Culture

1. Teacher Hiring Practices that Shape CultureEffective
superintendents ensure the adults working with and around the students
are the very best available. One of the most powerful strategies for
shaping culture is carefully selecting the people who will work in the
organization. Some strategies and resources are shared below to assist
you in developing hiring systems that will insure the right people are
employed for the right positions.

5. The use of Instructional Rounds -
a powerful instructional leadership and culture building process.
Instructional Rounds inherently builds shared knowledge and
understandings that are essential for developing and shaping culture. At
the same time, it provides a professional learning platform that can
transform instruction practice and raise student learning achievement.

6. An Innovative Calendar -
to provide a time structure for shaping and supporting a culture of
learning excellence using professional learning communities, job
embedded professional development, and a variety teaming strategies. By
providing our professional educators with time, resources, and supports,
we have enhanced the professional practice of our teachers and school
leaders, along with making progress in closing implementation gaps that
prevent progress in many schools.